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21 NISPAcee Annual Conference IX.

Working Group on Administration and Management of Internal Security Agencies


Nina Tomaževič, PhD1, Janko Seljak, PhD2, Aleksander Aristovnik, PhD3 Abstract In recent decades, public sector organizations in Slovenia and across the European Union have been placing ever more emphasis on the quality and excellence of their operations. For this purpose, they use different management tools and/or excellence models such as the EFQM model (European Foundation for Quality Management) (EFQM, 2013), CAF (Common Assessment Framework) (EIPA, 2013), BSC (Balanced Scorecard) (Balanced Scorecard Institute, 2013) etc. An important aspect of excellence in any organization involves the employees, i.e. human resources management. Specific processes have to be implemented in this area and their effectiveness and efficiency measured, while also monitoring employee satisfaction. In the case of the CAF model, two of the nine criteria are dedicated to the area of employees, namely 3 (People) and 7 (People Results). In spring 2012 a study was conducted within the Slovenian Police. First, the police employees were asked to evaluate individual facets of employee satisfaction. The second part of the questionnaire was dedicated to the employees’ evaluation of the enablers’ criteria within the CAF model. The main purpose of the paper is to investigate the correlation between the enablers such as Strategy and Planning, Leadership, People, Partnerships and Resources, and Processes; and employee satisfaction, having in mind that the evaluation regarding both the CAF enablers and employee satisfaction was made by the employees within the same questionnaire. Police employees are most satisfied with the facet “Relationships and leadership” and the least with “Salary and security”. They assessed as the highest the CAF enabler “CAF-Leadership” and as the lowest “CAF-People”. The correlation between the employees’ evaluation of their total satisfaction and individual facets of their satisfaction and the evaluation of specific CAF enablers can provide police management with a useful starting point for improving management and implementation processes in the Slovenian Police.

1. Introduction Public administrations all over the world are being challenged by society to demonstrate and improve their value to sustain and further develop the social welfare state and to adapt to societal changes (EIPA, 2013; Pollitt, Talbot, 2004). In the European Union, the Lisbon Strategy is one of the key incentives, among other things striving to develop public administration (PA) operations on the basis of a focus on customers and all other stakeholders. There is no prescribed tool for quality development in European public administration

Senior Lecturer, Faculty of Administration, University of Ljubljana, Slovenia,, Researcher, Faculty of Administration, University of Ljubljana, Slovenia, 3 Assoc. Professor, Faculty of Administration, Univ. of Ljubljana, Slovenia,


2006 and with CAF 2013 being revised in September 2012 (EIPA. the EFQM excellence model within the framework of annual national awards for business excellence and the CAF model (Kovač and Tomaževič. but the European Commission especially recommends self-assessment and external benchmarks as well as improvements according to the Common Assessment Framework (CAF) (EIPA.e. Thijs. both by employees of the Slovenian police service.g. In the Slovenian public administration different standards and models are used to develop quality management.) using the model and it has been translated into 20 languages. taxes and finances.1 The CAF model The European Public Administration Network (EIPA) launched the Common Assessment Framework (CAF) in May 2000 as the first European quality management instrument specifically tailored to and developed by the public sector itself as a general. social services and social security. 2010). mainly the ISO standards. simple. From 2002 till 2007. 2005). 2. Staes and Thijs. “CAFPartnerships and Resources”. in September 2011 from the Dominican Republic (86). “CAF-Leadership”. The first part of the paper therefore offers a literature review regarding the CAF model. its implementation and use have evolved considerably – from a selfassessment tool to an improvement cycle and the implementation of modern management instruments in the different areas covered by various CAF model criteria which have helped organizations become more efficient and effective (Thijs and Staes. 2003. employee satisfaction and their connection. Norway (85). province). like: local administration (municipality. approximately 80 Slovenian administrative organizations carried out a self-assessment with the CAF model. in this way they became part of the group of 800 CAF model users from all over Europe (Engel. 2011) as well as questions connected with use 2 . 2013) for organizations in the public sector in the context of overall reforms of public administration.organizations. Russia (4). The model was revised three times – in 2002. 2010. 2013). (Staes. The model is applied across a wide range of sectors. 2013). the environment. justice and law and less in other sectors. Thijs. fisheries and trade. accessible and easy-to-use model for all public sector organizations across Europe which deals with all aspects of organizational excellence. Bosnia and Herzegovina (18). In the second part of the paper we present a study on the self-assessment of CAF enablers and employee satisfaction facets. “CAF-Strategy and Planning”. Stoffels and Geldof. i. customs. The purpose of the study presented in this paper was to investigate the correlation between the results of a selfassessment of CAF enablers. agriculture. e. In 2011 there were more than 2. Staes. police and security. education and research. Kosovo (1) etc. 2011). such as: home affairs. and “CAF-Processes” and satisfaction of employees in the Slovenian police service. Serbia (1). the economy. The CAF model and employee satisfaction 2. 2008). Switzerland (22). “CAF-People”. Stoffels and Geldof. It was designed on the basis of the EFQM model and after taking the criteria of the Speyer award into account (EIPA. China (2). But there are also opportunities for improvements such as external feedback (Thijs and Staes. culture etc. criminal.380 European organizations (and others. health. Since the CAF was launched in 2000.

Other areas influenced by low employee satisfaction include absenteeism.of the model in practice. 1999). Tutuncu and Kucukusta (2010) claim that the extent to which employees are satisfied with what they are responsible for may directly influence the level of customer satisfaction with their services and products. social responsibility and key performance and measured by perception and performance measurement. These studies have delved into the following: 3 . e. work experience and the perception of all elements of the work and workplace (Mihalič. 2008). 2013). A person’s feeling of (dis)satisfaction at work is influenced by several factors that vary from one individual to another (George and Jones. management support etc. employee satisfaction is an individual’s attitude toward their job resulting from the net sum of the positive and negative emotions they experience at work. their attempts to actively voice their opinions (proposals for improvements. All of the above-mentioned result in additional costs (Camp and Lambert. employee dissatisfaction manifests itself in employees leaving the organization.e. a lack of information. 2011). Criteria six to nine include the results achieved in the fields of citizens/customers. The CAF model consists of nine criteria. 2002) as well as low morale (Lambert. 2005) as well as burnout (Whitehead. Edwards. training and time needed for self-assessment. (Radej. 2007). The first five criteria deal with managerial practices. Camp and Saylor. Integrating the conclusions from the assessment of enablers and results criteria into managerial practices constitutes a continuous innovation and learning cycle that accompanies organizations on their way towards excellence (EIPA. conversations with superiors etc. Regardless of the delicate nature of the subject.g. The consequences of dissatisfaction observed in employees also include problems with their mental and physical health (Garland. 2001–2008). conception and assessment of the work environment. which determine what the organization does and how it approaches its tasks to achieve the desired results. Each criterion is further broken down into sub-criteria – 28 in total. passive loyalty (waiting for the situation to improve and being confident that the management will take the right decisions) and negligence (absences. the financial resources. 2006) and lost time for the organization and. performance and organizational commitment (Lambert. 2001). Employee dissatisfaction is commonly associated with salaries. there are some interesting studies where employee satisfaction has been discussed as a dependent variable. 1989). According to Robbins (1991). i.). activity in trade unions. a large number of errors etc. Spector (2003) defines employee satisfaction as “the extent to which people like their job”. consequently. negatively affect its competitiveness and development opportunities. employees (people). According to Weiss (2002). being late. enablers.). the reward system and insufficient commendations from superiors (SiOK. 2. Employee satisfaction is a pleasant feeling a person has when their expectations from work have been fulfilled. It has most often been defined as a pleasant or positive emotional state resulting from the perception of work.2 Employee satisfaction Employee (job) satisfaction is one of the most widely studied constructs in industrial psychology (McShane and Von Glinov.

as well as employee and customer satisfaction. where the results of the studies differ regarding the direction of the correlation (positive/negative) and the size of the correlation coefficient. autonomy etc. 1994).g. organizational learning) and environmental factors (e. leadership. administration. 2008. personality characteristics. 2008. work-related factors like tasks and their significance. Since 2008. Myers. the promotion and reward system. which is why – according to police representatives and many experts in organization and payment systems – the police staff were inappropriately rewarded. length of service (tenure). Johnson. 1999. working conditions. Radnor. 2001. 1994. Brenner and Leather. Garland et al. 1999). 2012. 2011). race. Borocas.g. Nalla. As mentioned above. Boke and Nalla. Zhao.). Ortega. Griffin and McMahan. Li and Vlahov. In subsequent years. the management of police service employees has become even more challenging. training. organization and infrastructure. values. Bipp and Kleingeld. public image. but that it could well provide an important foundation on which future business and institutional success can be built.) and psychological factors (e. Over the last two decades the Slovenian Police has undergone many changes. Hwang... 2008. organizational support.g. 1992. 2009). Chiva and Alegre. There is also other empirical evidence that the application of holistic management tools such as EFQM (which is the basis of CAF) positively affect corporate performance (Kristensen et al. especially regarding its goals. frustration with the judicial system) on employee satisfaction (Abdulla et al. 2011. Morris. Moullin 2011. Davey et al.. organizational commitment. relationships. At the time all uniformed professions were classified in the same salary brackets. Coman and Evans. 1988. Mire and Kim. 2011. 2009. Rydberg and Meško. 2011. 4 . one can also find studies where the independent and dependent variables have been replaced. 2012) issued a report in which it claims that not only has the effective application of quality management procedures already contributed to past UK business and economic success and that it will continue to do so in the future. sex.) on employee satisfaction (Abdulla. Shinn and Dumont. Canton.3 The CAF model and employee satisfaction In June 2012 the Centre for Economic and Business Research (CEBR. Ostapiej and Newman. In some studies employee satisfaction has also been discussed as an independent variable. and - the influence of organizational factors (e. e.g. 2011.. as part of austerity measures in the public sector promotion was also abolished and additional measures were adopted in spring 2012 that have caused a radical deterioration of the financial position of the police service as an institution (in terms of both equipment and infrastructure) and its employees. Similar evidence has been found for the public sector (e.. Dantzker. Thurman and He. 2009. Djebarni and Mellahi. 2010. 2. a study on how job stress affects employee satisfaction (Griffin et al. education.g.g. Dick. Kakar. revenue and customer retention. e. when the public employee reward system was altered. MacKain. 2000). profit. 2009. Balci. 2002. The report’s main findings are that effective quality management programmes can contribute to increases in share price. 2009). A proper understanding and use can therefore bring many benefits to any organization. age. 2011.- the influence of demographic factors (e. 2007. in those investigating the comprehension of stress among police officers (Gershon. years of work experience etc. Miller. emotional intelligence. the variety of work.g. Chiva and Alegre. perception of the goal-setting process etc.

narrower areas such as the work itself. The latest represent the left part of the CAF model and include the managerial practices and approaches that should be implemented in order to achieve the desired results. (Balci. 2002. to establish whether CAF enablers correlate with those facets.g. 2011. 2009). Another group of studies focuses on individual facets of employee satisfaction with concrete. 2009. i.1 ‘People Results’ – Perception Measurement) and should therefore be an outcome of activities in the field of human resources management as well as leadership and other areas that deal mainly with people and have an influence on their satisfaction. 2009. Garland et al.. colleagues. The first investigate overall employee satisfaction (Davey et al. Research 3. leadership. Rodwell and Allisey. MacKain et al. 2011) and their primary purpose is to define and establish the intensity of the influence of various factors (demographic..1 Methodology Participants The online survey “Study of employee satisfaction and trust in the Slovenian Police” was carried out in the period from 27 February to 23 March 2012.. promotion. 2003).e. As at 31 December 2011 the Slovenian Police employed 8.Some empirical studies have assessed cause-effect linkages or correlations among organizational performance measures (Evans and Jack. The second analysis was dedicated to the investigation of a correlation between the facets of employee satisfaction and CAF enablers. Like in many other excellence models. The authors of the study as well as the police management and trade unions invited all employees of the Slovenian Police Service to fill out the online questionnaire. 2013).808 staff. in the CAF model a great deal of emphasis is given to the cause-effect relationship between the enablers (causes) and the results (effects).. 2012. e. Table 1: Presentation of the research sample and population All Employees of the Police Service 31 December 2011 N % Gender Research sample % N 5 . Our study examined different facets of employee satisfaction and tried to separate them into specific groups. Johnson.848 respondents (21. The first part of the purpose was formulated on the basis of the cognition that there are generally two types of studies on employee satisfaction. 1998). We were therefore interested in finding out how the assessment of enablers correlates with job satisfaction (as a result). working conditions etc.. salary.. and 1. job-related. 2010. 2001. 3. Noblet. Employee satisfaction is one of the results criteria (sub-criterion 7. The purpose of the study conducted in March 2012 was two-fold firstto define different facets of employee satisfaction and second.0 percent) answered at least one question. Nalla et al. Verhaest and Omey. Boothby et al. organization-related) on overall employee satisfaction. between the left and right sides of the model (EIPA. between employee satisfaction and customer satisfaction (Dahlgaard et al.

848 N 1. The share of female employees in the Slovenian Police rose in the last ten years from 20.116 0 8.9 0 100. police – fewer women).0 Years 38.018 2. The age of employees in the sample was almost the same as the age of all employees. Besides the questions on employee satisfaction the questionnaire included questions regarding the CAF Enablers. higher education and university Postgraduate (Spec. For occupations with an explicit asymmetry of their gender structure it is typical that a smaller group usually has lower response rates (e.834 14 16. To explore the factor structure..0 76.. MNZ-Policija.3 29.9 100. 78.3%. ranging from “extremely dissatisfied” (1) to “extremely satisfied” (5).0%. The data were analyzed using SPSS 19. The employees had to give their assessment of five enablers (criteria) and therefore on 20 sub-criteria. The set of 24 items was designed to measure employee satisfaction (Table 2).491 45 1. Pearson’s correlation test (r) was employed to measure the correlation between two continuous variables. the items of employee satisfaction were defined relatively broadly (including the highest possible number of items).808 N 8.0 % 44.620 170 0 8.9 80.Women Men Missing Total Education Secondary school and less College. principal components analysis with a varimax rotation was undertaken.4 100. The purpose of our study was to explore different facets of employee satisfaction in the Slovenian Police and the CAF enablers influencing them.0 to 38. we are continuously improving the field”.5 5.1 to 24. 2012). nurses – fewer men. 2003.1 The share of women in the sample is slightly lower than in the population. The educational structure of the sample is much better than of the total population. Factor analysis was used to formulate three facets of satisfaction. while in 2012 the figure was 68. 2012.0 Years 38.0 0 100.8 48.8% employees had completed secondary school or less.8 0. The respondents had to rate the degree to which they were satisfied with specific elements of their job on a five-point scale. Survey. The educational structure of Slovenian Police employees also improved significantly from 2002 till 2011.8 1. 2012 312 1.808 N 6. where (1) meant “in our organization we are not concerned with this field.g. 2009). the field is poorly taken care of.808 24.1 years (MNZ-Policija. Master’s and PhD degree) Missing Total Age (years) Missing Source: MNZ-Policija.0 % 68.848 N 828 896 108 16 1. we are not active in this field” and (5) meant “in our organization this area is excellently taken care of.692 2. The questionnaire on employee satisfaction formed part of the broader “Study of employee satisfaction and trust in the Slovenian Police”. all employees actively cooperate in activities in this field.4 6.7 2. In order to simplify the analysis and add to its transparency. Therefore. The average age rose from 2002 till 2011 from 33. The collection was based on the “Questionnaire on employee satisfaction in the Police” which has already been used to study satisfaction in the Slovenian Police (Umek et al. Dependent variables Employee satisfaction was used as a dependent variable. In 2002.0. a large 6 .

g.97 . Both dependent and independent variables were assessed by employees in the same online questionnaire.761 Feeling of belonging to the staff 3.67 1.452 Variety of tasks 3. 2011.430 Working hours 3.91 1.671 Payment of overtime 2.10 .09 . which represents one of the result sub-criteria in the CAF model.85 1. Noblet et al.484 Psycho-hygienic care for police officers 2. The logic followed the idea of a cause-effect relationship between the enablers (causes) and the results (effects) in the CAF model (EIPA.33 1.728 Salary 2. 5 – extremely satisfied. We wanted to explore whether and which enablers influence the employee satisfaction.54 0.57 1. premises) 2.15 .437 Functioning of the police trade union 2.447 Work with people 3.29 1.07 . calculations by the authors 7 .12 1.665 Administrative tasks 2.08 .00 . 3.03 . Balci. Johnson.83 1.60 1.35 1.78 . Rotation Method: Varimax with a Kaiser Normalization Source: Survey.17 .456 Job location 3.2 Results and findings Employee satisfaction The results of the study show that employees of the Slovenian Police are most dissatisfied with the reward and promotion systems as well as with the payment for normal working hours and overtime (Table 2): They are most satisfied with job location.94 .44 0.74 1.84 1.14 . Table 2: Facets of Employee Satisfaction – Arithmetic Means.09 . Standard Deviation and Factor Loadings M* SD Factor loadings** Relationships and leadership Relationships among the staff 3.07 .407 Security of employment 3. 2013).18 . 2009).15 .406 Note:* 1 – extremely dissatisfied.10 1.680 Possibility of performing work autonomously 3. Independent variables CAF enablers were used as independent variables.747 Style of leading the organizational unit 3.. work guidelines 2.number of facets was used in the assessment of employee satisfaction (a 24-item list) (e.28 .623 Working conditions (equipment. and the working time.07 1. 2012.04 .49 0.55 1. ** Extraction Method: Principal Component Analysis.19 .406 Tasks and working conditions Volume of tasks 3.27 1.93 1.07 1.750 Possibility of participating in decision-making on organization 2.14 .11 1.633 Professional training system 2.50 1.635 Volume of regulations.492 Public attitude to the police 2.693 Promotion system 1.413 Salary and security Reward system 1.06 .587 Supervision over work 2.38 1.19 .740 Possibility of realizing one’s abilities 3.07 . 2012. a feeling of belonging to the staff.24 .

vision and values” (sub-criterion within “CAFLeadership”) as well as for “Develop and implement key partnership relations” (sub-criterion within “CAFPartnerships and Resources”). equipment). The employees assessed them as highest. Standard Deviations and Coefficient Alpha Reliability Estimates for Three Facets of Satisfaction Facets Relationships and leadership Salary and security Tasks and working conditions Employee Satisfaction – Total Source: Survey.15 2. The factor analysis revealed a three-factor structure accounting for 47. Table 3: Arithmetic Means. The employees gave the lowest assessment to the sub-criterion “Planning.66 .86 SD . (2) Salary and security.64 No.87 .77 . which is probably a consequence of the changes to the payroll system after 2008 and the resulting dissatisfaction of police employees with the reward and promotion systems. namely “Manage the relations with politicians and other stakeholders in order to ensure shared responsibility”. of facets 7 9 8 24 Cronbach alpha . This indicates that the employees are dissatisfied with the management of human resources as well as the management of material resources.80 .Based on the answers to these questions a limited number of (three) factors was defined using a factor analysis. The satisfaction facet “Salary and security” was assessed the lowest.91 CAF Enablers Table 4 presents the results of the employees’ assessments of the enablers.86 . meaning that they recognize the efforts in the enumerated fields.24 2. managing and improving human resources transparently with regard to strategy and planning” (criterion “CAF-People”).87 (Table 3). In the continuation of the analysis the following three factors will represent groups of facets of employee satisfaction: (1) Relationships and leadership. These are the areas strongly connected with leadership styles and on which managers of the police service have the strongest impact. The reliability of the entire scale using the Cronbach alpha reliability test showed a high level of internal consistency with a coefficient of .71 . The level of reliability of the measurement instrument was tested for each of them.77 to . Based on the above factors. High scores were also given for the sub-criteria “Provide direction for the organization by developing its mission. calculations by the authors M 3. arithmetic means were calculated by individual groups with higher values meaning a higher level of employee satisfaction. such as finance and facilities (premises. 2012. The Cronbach alpha reliability test showed high internal consistency with coefficients of . They assessed as highest the subcriterion within the enabler “CAF-Leadership”. and (3) Tasks and working conditions.29 3.1% of the variance. There were no substantial differences between the two other facets in terms of the assessment (Table 3). Low scores were also given to “Managing facilities” and “Managing finances” (criterion “CAF-partnerships and Resources”). 8 .91.

77 2.10 1. 9 .04 3. performance and change Strategy and Planning – Implement strategy and planning in the whole organization Strategy and Planning – Develop.80 2.08 1.93 1. we expected to find a correlation between the five criteria and the three (group) facets of employee satisfaction that were designed out of 24 different facets following a factor analysis.20 1.59 2. of subcriteria 4 4 3 6 3 20 Cronbach alpha . Since the enablers represent the left part of the CAF model and employee satisfaction is on the right side of the model. The reliability of the entire scale using the Cronbach alpha reliability test showed a high level of internal consistency with a coefficient of .01 1.03 1.75 2.76 2. manage and improve processes on an ongoing basis People – Identify.31 2.08 1.61 2.77 SD .77 (out of 5).93 .95 3.13 1.24 .95 2.14 Taking into account that there is a prescribed structure of CAF enablers (criteria and sub-criteria).00 1.85 .91.97 . 5 – extremely satisfied Source: Survey.79 2. five groups of CAF enablers (criteria) were used for the purpose of our study.00 3.91 .* 1 – extremely dissatisfied.06 1. implement and review modernization and innovation Partnerships and Resources – Manage technology People – Involve employees by developing open dialogue and empowerment Leadership – Develop and implement a system for the management of organization.61 2.11 2. The enabler “CAF-People” was assessed the lowest and the enabler “CAFLeadership” was assessed the highest.76 1.83 2. The average assessment of all enablers was 2.90 .07 1. vision and values Partnerships and Resources – Develop and implement key partnership relations Leadership – Manage the relations with politicians and other stakeholders in order to ensure shared responsibility Note.10 1. aligning individual and organizational goals Strategy and Planning – Plan.70 2.51 2.97 Correlation between CAF enablers and employee satisfaction In the next phase of the study. Standard Deviations CAF Enablers CAF-Leadership CAF-Strategy and Planning CAF-People CAF-Partnerships and Resources CAF-Processes CAF-Enablers Total Source: Survey. 2012.03 .97.68 2. Table 5: CAF Enablers: Arithmetic Means. calculations by the authors M* 2.03 1. and for specific enablers from 0.90 . calculations by the authors M 2.77 1.54 2.02 2.17 1.06 2.91 .55 2.99 1.85 to 0.00 1.Table 4: CAF Enablers: Arithmetic Means and Standard Deviations People – Plan.08 1. design.85 No. we investigated the correlation between the assessments of the CAF enablers and the assessment of the three facets of employee satisfaction.87 . develop and use competencies of employees. review and update strategy and planning taking into account the needs of stakeholders and available resources Processes – Innovate processes involving citizens/customers Partnerships and Resources – Manage information and knowledge Strategy and Planning – Gather information relating to the present and future needs of stakeholders Leadership – Motivate and support people in the organization and act as a role model Partnerships and Resources – Develop and implement partnerships with the citizens/customers Processes – Develop and deliver citizen/customer-oriented services and products Leadership – Provide direction for the organization by developing its mission.95 2.92 2.75 SD 1. manage and improve human resources transparently with regard to strategy and planning Partnerships and Resources – Manage facilities Partnerships and Resources – Manage finances Processes – Identify. 2012.

411** .461** . As seen in Table 6. connected more with the external situation.0005 level (2-tailed) Source: Survey. Satisfaction is a complex phenomenon as every individual enters an organization in their own unique fashion. It is possible to conclude that the low satisfaction regarding salaries and security (and other financial issues) is. The highest correlation was found between the enablers “CAF-Leadership” and “CAF-Strategy and planning” for all three employee satisfaction factors which means the employees see the strongest basis for their satisfaction in those activities for which their managers are responsible.430** . In the opinion of Sakanovič and Mayer (2006). Table 6: Correlation Coefficients CAF Enablers Relationships and leadership CAF-Leadership .589** . This supports hypothesis 2. All correlation coefficients are of a medium height and are statistically significant at p<0. This reflects the situation in the Slovenian police service whose financial and material conditions have steadily deteriorated in the last 10 years.483** CAF-Partnerships and Resources . 4. What may satisfy one person in their work may dissatisfy another.The Table 6 shows the correlation coefficients.625** CAF-Strategy and Planning .496** .428** . in the employees’ opinion. namely that police employees assess the impact of the effective and efficient implementation of the enablers on employee satisfaction as very important. beliefs. (2) “Salary and security”.433** CAF-Processes . calculations by the authors Facets of Satisfaction Salary and security Tasks and working conditions . However. The first and third factors received similar (average) assessments and the second was assessed very lowly.436** . 2012. endeavours and longings.433** . and (3) “Tasks and working conditions”.428** . values. We also sought to verify the correlation within the CAF model where it is assumed that efficiently executed activities/processes within the enablers lead to higher results. especially for those organizations that are aware of the value of business excellence and perceive employee satisfaction as one of its essential parts.422** . in particular since 2008.3 Discussion The data in Tables 3 and 4 show that three factors were extracted out of 24 facets of employee satisfaction: (1) “Relationships and leadership”. The strongest correlation was detected between the facet “Relationships and leadership” and the CAF enablers (criteria) “CAF-Leadership” and “CAF-Strategy and Planning”.513** 3. the same things do not satisfy all employees. there is a positive correlation between the CAF enablers and all three factors (of facets) of employee satisfaction. namely the political and macroeconomic circumstances facing the country.0005.525** CAF-People .400** .451** ** Correlation is significant at the 0.536** . with their own expectations. Conclusion Employee satisfaction has become an increasingly important category.448** Employee Satisfaction –Total .500** . In our study we took just one of the results (employee satisfaction with 24 facets) and gave the police service employees an opportunity to assess both the enablers and the results. views. the feeling of satisfaction being shared 10 . A satisfied employee works more and better.

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